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Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work meaningfulness and felt obligation and the moderating role of family-friendly human resource practice (FF-HRP).

The authors collected data from 293 supervisor–employee dyads at three time points in southeastern China. Path analysis and bootstrap method were used for hypothesis testing.

Employees' perceived career calling positively affected taking charge through work meaningfulness and felt obligation. The positive effects of career calling on work meaningfulness and felt obligation as well as the indirect effect of career calling on taking charge are stronger when employees perceive high levels of FF-HRP.

Organizational interventions should be designed to enhance employees' sense of calling, and the organization should inspire employees to take charge by awakening their perception of work meaningfulness and obligation. Moreover, FF-HRP should be implemented as a form of organizational support.

This research identifies work meaningfulness and felt obligation as mediators that link career calling to taking charge and reveals the role of FF-HRP in amplifying the positive impact of career calling.

The main aim of the present research is to investigate the role of sense of calling (SOC) in the relationships between human resource practices (HRP), turnover intention (TI) and employee satisfaction (ES) in the hotel industry. Moreover, it also examines whether the relationships between these variables are different for city and resort hotel employees.

Quantitative research was employed to test the proposed hypotheses, and the survey technique was used to collect data. The participants of the research consist of 432 hotel employees who work in Antalya, Turkey. The hypotheses were tested using the partial least squares structural equation modeling (PLS–SEM) analyses.

The results of the analysis have shown that SOC significantly impacts the ES and TI, and HRP could be a new antecedent of SOC. On the other hand, while ES is positively affected by HRP, the SOC has a moderating role in the relationship between these variables.

Hotel authorities' understanding of the SOC’s role in employee attitudes and behavior would be a significant factor not only in retaining them but also in reducing employee turnover. They should consider increasing employees' SOC by focusing on HRP.

Besides being one of the few studies that have discussed SOC in the hospitality literature, the current study also contributes by examining the role of SOC in the relationships between HRP, ES and TI. It also adds value to the calling literature by revealing whether the relationship between these variables differs for city and resort hotel employees.

Drawing on affective events theory, the purpose of this study is to examine the mediation effect of positive affect on the association between fit (e.g. person-organization fit and person-job fit) and organizational commitment in the hospitality industry. The secondary aim is to investigate the moderated mediation effect of hospitality employees’ calling on these associations.

The authors collected data from 248 hotel employees in China at three different time points. A moderated mediation model was examined by using the bias-corrected bootstrapping method.

Results revealed that person-organization fit and person-job fit indirectly influenced organizational commitment via positive affect. Calling was found to moderate the indirect influences of person-organization and person-job fit on organizational commitment via positive affect.

Managing employees’ affective experiences in the hospitality industry and promoting their organizational commitment are key strategies for hospitality organizations to promote service quality and retain their employees. This study suggests that hospitality organizations should actively attempt to improve employees’ fit perceptions and promote their sense of calling.

By theorizing and investigating the mediating role of positive affect and the moderating role of calling in the association between fit and employee commitment, this research extends existing knowledge on the association between fit–job attitudes and makes notable contributions to the hospitality literature on fit, affect, calling and job attitudes.

Many psychological, cultural, and social barriers exist that impact Black male participation in the workforce. In this chapter, authors discuss the impact that mentorship, racism, society, culture, economics, and other pertinent factors have on the career development of Black men. This chapter examines programs and strategies that effectively address the career development needs of Black men. A review of counseling interventions and their applicability to career counseling with Black men are presented. Emerging trends in career development for Black men are also discussed. In addition, provided in this chapter are personal narratives given by the authors who contextualize their career development experiences through culturally-specific career development theoretical frameworks. Lastly, implications for research, counseling, counselor education, and policy, as well as recommendations for professional development are offered.

Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.

This study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.

The paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.

This study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.

The following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.

The results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.

This study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

In this chapter, the author explores and discusses the transformation of management from the perspective of complex systems, systems change and the Taoist yin-yang theory. Modern complex organizations require innovative management practices that move beyond traditional approaches. Consequently, many organizations are experiencing a management shift towards more holistic and sustainable methods. This shift encompasses changes in organizational structures and modes of inquiry. Organizations are transitioning from rigid hierarchies to more collaborative and agile configurations while adopting a systemic approach to management that acknowledges the interconnectedness and interdependence of all organizational aspects. Simultaneously, there is a paradigm shift in management thinking, replacing the conventional focus on ego-action with eco-action, which emphasizes the integration of diverse perspectives and the cultivation of self-awareness and introspection. This shift in mindset is embodied in the yin-yang paradigm, highlighting the importance of balance and harmony between contrasting forces.

Delivering housing to resource-constrained communities (RCCs) is a complex process beset with difficulties. The purpose of this study is to use a complexity lens to examine the approach taken by a social enterprise (SE) in Australia to develop and manage a housebuilding supply chain for RCCs.

The research team used a longitudinal case study approach from 2017 to 2022, which used mixed methods to understand the phenomenon and gain an in-depth understanding of the complex issues and problem-solving undertaken by an SE start-up.

Balancing mission logic with commercial viability is challenging for an SE. The supply chain solution that evolved accommodated the particulars of geography and the needs of many stakeholders, including the end-user community and government sponsors. Extensive and time-consuming socialisation and customisation led to a successful technical design and sustainable supply chain operation.

Analysing supply chain intricacies via a complexity framework is valuable for scholars and practitioners, assisting in designing and developing supply chain configurations and understanding their dynamics. Meeting the housing construction needs of RCCs requires the SE to place societal focus at the centre of the supply chain rather than merely being a system output. The developed business model complements the engineering solution to empower a community-led housing construction supply chain.

This longitudinal case study contributes to knowledge by providing rich insights into the roles of SEs and how they develop and operate supply chains to fit with the needs of RCCs. Adding a contextual response dimension to an established complexity framework helped to explain how hybrid organisations balance commercial viability demands with social mission logic by amending traditional supply chain and governance practices. The case provides insights into supply chain configuration, needed changes and potential impacts when an SE as a focal actor inserts into a traditional for-profit construction supply chain.

This editorial for the 6th World Conference on Production and Operations Management (P&OM) 2022 Special Issue delves into the transformative role of advanced artificial intelligence (AI)-driven chatbots in reshaping operations, supply chain management and logistics (OSCM). It aligns with the conference’s theme of exploring the intersection between P&OM and strategy during the Technological Revolution.

Utilizing a conceptual approach, this paper introduces the “ERI Framework,” a tool designed to evaluate the impact of AI-driven chatbots in three critical operational dimensions: efficiency (E), responsiveness (R) and intelligence (I). This framework is grounded in disruptive debottlenecking theory and real-world applications, offering a novel structure for analysis.

The conceptual analysis suggests immediate benefits of chatbots in enhancing decision-making and resource allocation, thereby alleviating operational bottlenecks. However, it sees challenges such as workforce adaptation and potential impacts on creativity and sustainability.

The paper suggests that while chatbots present opportunities for optimizing operational processes, organizations must thoughtfully address the emerging challenges to maintain productivity and foster innovation. Strategic implementation and employee training are highlighted as key factors for successful integration.

Bridging the gap between the burgeoning proliferation of chatbots and their practical implications in OSCM, this paper offers a first perspective on the role of AI chatbots in modern business environments. By providing insights into both the benefits and challenges of chatbot integration, it offers a preliminary view essential for academics and practitioners in the digital age.

Employers are increasingly attempting to mitigate subtle but harmful forms of employee rudeness and slights. These include “microaggressions”, “everyday discrimination” and “workplace incivility”, among others. It is unclear which of these various terms is most acceptable for introducing the topic in the workplace. This paper explores human resources (HR) leaders' considerations about the terms and the organisational context that allow for successful implementation.

16 expert interviews were conducted with HR leaders from large organisations in the United Kingdom. Reflexive Thematic Analysis was used to explore interview transcripts.

HR leaders reflected on various terms for subtle slights, largely according to how understandable (coherent) and emotionally resonant (provocative) they appeared. They did not converge on any universally accepted term. Less abstract terms were regarded as most acceptable for a broad audience. There was a view that leaders, often representing dominant groups, would find provocative terms such as microaggressions less acceptable than under-represented groups; the latter would find their experiences of subtle slights validated by terms such as microaggressions. Participants suggested that understanding the need for change was a necessary precursor to participation in training. Compliance-based approaches were considered less helpful. Implications for the design of training initiatives are presented whereby several terms could be used and explained.

This is the first study to gather HR leaders' views on the acceptable terminology for subtle slights. Findings suggest employers may find value in adopting an implementation science approach to introducing diversity initiatives.